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Communication, training, support, and change management. Business Readiness is a new term and encompasses components that are familiar to learning and development. However, look it up on Google, Wikipedia, or other search engines and it\'s not there. At least not in the way we have been talking about it. Why? Is it because it is so new and the components such as change management, communications, training and end user support are typically run by project managers? Or are they? How do you, as a learning professional, affect these components? You\'ll explore how the direction and guidance you provide in these areas affect overall projects and success of new processes, ERP roll outs and training delivery in your organization.
Communication, training, support, and change management. Business Readiness is a new term and encompasses components that are familiar to learning and development. However, look it up on Google, Wikipedia, or other search engines and it's not there. At least not in the way we have been talking about it. Why? Is it because it is so new and the components such as change management, communications, training and end user support are typically run by project managers? Or are they? How do you, as a learning professional, affect these components? You'll explore how the direction and guidance you provide in these areas affect overall projects and success of new processes, ERP roll outs and training delivery in your organization.It matters! Who is the expert in the crowd for this sort of stuff?
(2 minutes)NOT change requests…. Like in SDLC - So why do projects often deliver to a Business who isn’t ready to receive?Change Management is a portion of BR, not the whole thing. Forget what you learned and learn again. BR is a new term and it has many nuances to get it right. Change management process:system changes implemented in a controlled manner follow a pre-defined framework/model some reasonable modificationsChange management for people:structured approach change in individuals, teams, organizations, societies
Business ReadinessEnsure those impacted by a project can adopt the changesMinimize disruptions Manage business involvement Support the changeChange brings both uncertainty and opportunity. Prepare the entire organization and its resources for upcoming changes. (holistic approach)
(5 minutes)Example: Out-of-the-box Office training (managing a farm)Example: Unison training (mandatory, people have training fatigue)Participation: What happens if you don’t do BR, or do it poorly?
Business Readiness is a loose term which can mean the Business’s ability to take on what a project delivers. So Business Readiness is a measure of preparation. A Business that is Ready will have made all the preparations necessary to accept the deliverables of a project, and begin operating them. The deliverables might be:A productA serviceA processA new screen in a business applicationNew infrastructure, like a PCNew cellphones, Blackberrys or palmtopsClear vision is tied to project plan and goals, which in turn should be tied to company/org. goals and vision. How to get momentum, excitement around the vision. The goodwill around. A little about salesmanship and marketing. Stated company goal… (example: Sales goal to 10 million. The new CRM is what allows us the tools to reach that goal.)AP Master case study (Green invoicing). Saves the company time and expenses, the employee feels good about the process and the … Vendors happy (they get paid faster, no lost invoices). Each project will be different and require custom BR components.Darren – Chime in – you need to build this into your project plans!A little work up front prevents more work later.A clear vision & impact assessmentCommunicationsEmail, intranet, flyers, posters, meetings, word of mouthTrainingInstructor-led, elearning, virtual, on the job, coaching DocumentationUser manuals, job aids, FAQs, HelpSupportService desk knowledge base, scripts, more staff?
Talking Point - Change is uncomfortable. It can undermine our confidence and sense of control, and make us feel less competent.Resistance is greater if changes appear arbitrary or punitive.BR helps people move through the curve.Business resists change risk increasesManage and address the fear project more likely to succeedResistance = normal and expected
Darren – 10 minutesImagine you were used to a system you have had for two – five years. It was not very powerful, but you know how to get information. Imagine the way you work is being changed?Whose fault is it? Project, because they did not manage some things well? Or the business / stakeholders because they failed to get involved?Effort by people after launch to gain adoption, etc.Keep in mind we have a very complex organization like many of you. We have pharmacists and Librarians, PHD’s, etc.
Anything that involves a change to business operations requires Business Readiness.As I said, Business Readiness is a measure of preparation. What kind of things do I mean that we might measure?User training and guidesDesks and chairsFinancial budgetPCsCustomer communicationRegulatory clearanceResourcesBuy-in and motivationBusiness ownership and Change ManagementFacilities such as power, lighting, and even coffee machines or washroomsThis list shows that a number of the measures are qualitative, so difficult to actually put a score to it. This is why Business Readiness is hard to measure and plot on a scale. I think this is why many organizations really struggle with Business Readiness.
To build an adaptive organization, change has to be made less painful! BR efforts help an organization be more nimble.When BR activities are managed effectively, people move along the change curve and rarely notice. Upfront planning minimizes project slippage or inadequate resourcing.
(5 minutes)(Highlight a few bullets)When does the stick work? – Strong, respected, single leader; change must happen quickly; in chaotic environments, people want a directive (Example: this is happening, we need everyone on board, participation/use/adoption tied to your annual performance goals)Carrot: T&E coffee coupons for attending training, drawing for first 100 people to complete a transactionExample: [BACK TO CASE STUDY] what kinds of WIIFM did we have for Unison Current state requires many separate systems. Work in one system with all of your colleagues. Reduce duplicate work effort (enter data one time in one system, no manual reconciling) Collaborate on documents with your team without an elaborate process
(5 minutes)Technical communicators are the ones who execute the plan, and create the deliverables for communications, documentation, training, and support.Also your reality check. [CASE STUDY] Project assumed users were tech savvy, adventurous learners. Perform audience analysis to give a clear understanding of stakeholders.Manage expectations (hope creep).Analyze and craft messages to targeted audiences. Stakeholder communication, stakeholders’ terms (WIIFM).Reduce jargon and consultant-speak, reach target audiences effectively.Don’t oversell.Create and deliver training, support materials, help desk content. Enforce consistency, clarity, and brevity.No 500-word emails.
Create a vision.Build momentum with individuals and groups.Engage stakeholders* early to help shape the change, which will increase adoption.Assemble a group with enough power to lead the change effort. Encourage the group to work as a team. *Stakeholders are everyone with an interest in the outcome of the project.Create a vision: Use the vision to direct the change effort. Develop strategies for achieving the vision. Communicate the vision. Build momentum with individuals and groups.Engage stakeholders* early to help shape the change, which will increase adoption.Assemble a group with enough power to lead the change effort. Encourage the group to work as a team. *Stakeholders are everyone with an interest in the outcome of the project.Use every vehicle possible to communicate the new vision and strategies: Be creative. Identify, enlist, and mobilize specific resources at the right time.Vision is what the future state looks like. Tie back to WIIFM. (Why do you want the future state? How does it make things better?)Discussion: When have you seen or experienced the wrong vision statement? [Expectations set incorrectly]Critical – CASE STUDY success and challenges.Wrong message created anxiety. (Your job is changing.)Benefits without context. (System does cool things, but not how they apply to your work.)Too many messages with dense content. (Chicken Little syndrome.)
Think strategically.Link messages to organizational goals, strategies, initiatives.Use management groups to cascade.Executive sponsor (and higher) as model.Organizational politics.Manage naysayers, promote cheerleaders.Evaluate and refine.Ask for feedback, correct course as needed.Many communication vehicles, one consistent message.Quickly, clearly, and accurately communicate the business benefits of a technology decision.Management groups cascade the message you provide them.Executive sponsor: model the desired behavior, share the visionBad Example: Manager telling team to use SharePoint for collaborating on documents. “You should use this. I’m not going to, but you should.”Politics: Do they like you? Have you done right by them in the past? Find cheerleaders. Go to team meetings, watch for those who engage right away. Speak with early adopters or pilot group. Give them talking points.Address all layers of the organization. Leave no one out.Answer all questions, but especially: What is the change?Why is it happening?How is it happening?Provide incentives to get on board (carrot).Be empathetic and speak honestly.
Darren – 8 minutesAdult learning theory: kinesthetic, auditory, visual (diverse mix, use a blended approach)Presentation approach to training is the typical defaultParticipation: How else do people learn and how do they retain that knowledge? Describe how the new thing is better than the current state.Show it’s easy and consistent with existing knowledge.Let them try it in safe, verifiable increments.
Darren – 10 minutesTeach people to work in the new environment.Provide tools, skills, and information to enable people to work effectively.How you train is as important as the content of the material.Best Practices…. – not all training is ILT – leverage coaching models, online elearning. Make tools available for teaching others. Build them into your project plan.As an example – AP Master – peer coaching…Don’t forget the facilities and materials you will need to deliver training.Be respectful of learners’ schedules, travel time, busy seasons, primary obligations, deadlines, distractions, etc.Look at previous training initiatives. Find out what worked and leverage it.
Service Desk and/or subject matter experts:Train them first and extensivelyKnowledge BaseTicketing systemMetrics inform other ongoing BR components and sustainmentAdditional staffPermanent home for training materials, documentation, and support informationDon’t let this be an afterthought. Don’t assume that Service Desk is just going to take this on. The PM owns this piece.NOTE: Metrics from ITIL and how they measure. Example: AP Master meeting with Gablehouse, training for SD staff with software vendor
Job aidsUser manualsHelpQuick-reference guidesTips and tricksUser interfaceAnother sweet spot for TC. (Provide samples; look for over-engineered examples) http://office.microsoft.com/training/training.aspx?AssetID=RC102394361033 (50 minutes on adding page numbers and other elements to headers/footers in Word)Materials can be simple and low-cost, but still effective. (AP Master)
(Example: LMS before and after, Caitlin)
(5 minutes)BR is not a magic bullet. You will still have resistance. With each project that is successful, you start to change the culture to make it easier the next time. Concur – project details. Travel and high touch. Not all projects need that high-level of training. Video conference, etc. for tools. Ramp up super users, etc. OCS – Chat tool, pretty straightforward, not high-touch. Optional, short, hands-on training sessions.
Darren - 5 minutesGraphic
Putting the Ready in Business Readiness
Putting the “Ready” in Business ReadinessLearning Objectives • Concept and components of Business Readiness • Use the tools and resources to support each component • Plan BR for major rollouts in your organization
Who am I? Darren NerlandManager Learning and Development @dnerland #learning3
When things go bad…• People have long memories and hang on to examples of projects that are executed poorly.• Costs go up, trust goes down.• Future projects will be affected.
5 components of Business Readiness• Vision• Communications• Training• Support• Documentation
Business Readiness in the Real World Commitment Acceptance Dissent Commitment UnderstandingEmotional Intensity Awareness Resistance Acceptance Time
Time to “change” things up a bit! How can we work differently?
Make your communications highly effective• Think strategically.• What are the organizational politics?• Evaluate and refine.• Many communication vehicles, one consistent message.
Communication examplesWe recognize that this has been a challengingtime for many of you and we are working quicklyto improve your experience working in thesystem.In the meantime, I ask for your continuedfeedback.With the capabilities of our new system, we aremaking progress toward the strategic vision tomake informed, timely decisions and to workeffectively.
Robust and sustainable support model• Service desk and/or subject matter experts to help.• Knowledge base and ticketing systems to track.• Permanent home for training materials, documentation, and support information.
Provide documentation to support learning retention• Materials and content.• Complete, cohesive set that complements training materials.• Centrally located, easy to access, multiple entry points. Before… After…
Business Readiness Core Functions Stakeholder Management – understand „who‟ our stakeholders are and be smart about how we communicate with them. Be aware of the difference between a Stakeholder and a subject matter expert. Communications – develop unique ways to communicate with stakeholders. Need to grab their attention and understand who is engaged and who is not engaged. This integrates with Stakeholder Management. Organizational Strategy – includes role design and system security alignment based off org assessment. Findings should be captured, documented and shared as „Gotchas‟, „Interesting Artifacts‟, „Key Learnings‟, etc. This should be done simultaneously with other org work. Impact Assessment – understand how specific stakeholder groups will be impacted. Ensure that fact vs. opinion is made apparent and justified. Training – should be simplistic and effective. An idea on course design is creating role based and “nugget” courses. Role based is targeted on the top 5 processes that a user must learn. Nugget based is more pre and post Instructor Lead Training (ILT) sessions. It entails the tasks that are easy to learn or not done frequently. Need to prioritize and consider the 80/20 rule. Performance Support – an area closely related to training. As training is designed, performance support design should be included as well. Make sure all of the right players (e.g. Service Desk) are on board and processes are agreed upon with foundation staff. The heavy production support resource element should be considered from the time of deployment to about 2 months after to ensure things are up and running smoothly. Deployment – logistics need to be outlined in detail. Support should continue and be planned for after deployment. In order to track metrics properly, deployment tracking processes should be planned during the build and test phases. Business Readiness – PMO should have a lot of involvement and ownership in this area. Objective and subjective metrics need to be identified and outlined to track if the business is ready for go-live.
Business Readiness Deliverables Plan Analyze Design Build Test DeployCommunications Communications Communications Communications Communications Communications Communications Plan Plan Plan Plan Plan (focus on org Plan (focus on org (focus on deployment) Project Portal & role) & role and training) Post deployment (External) feedback tools New Joiner Packet Communications Playbook As-Is organization Finalized As-Is Role-to-business Org transition Org transition Org transition and skill organization and skill process mapping materials materials materials To-Be org structure Role-to-user Role-to-user Role-to-user Org/Role assessment assessment Detailed org structure and role design mapping mapping mapping and role impact Finalized org HR impacts HR impacts HR impacts assessment impacts and skills Role design gap analysis Training & Skills gap analysis Training & perf. Training & Test training (dry Deliver training Performance Training & Performance support design performance supt runs) Go-live support Training & Perf. Support Blueprint Support Strategy Training materials Train the trainer Post go-live support Determine training implementation plan Training support Schedule training development tools Training standards and maintenance and procedures plan Train on training dev tool Stakeholder Mgmt Stakeholder analysis Stakeholder analysis Stakeholder analysis Stakeholder Stakeholder Stakeholder Business readiness analysis analysis analysis approach Business readiness Business readiness Business readiness Schedule prototype measurement measurement measurement and gather feedback tool(s) tool(s) tool(s) Deployment plan Deployment plan Deployment plan